PH6023 Leadership Academy Maximising Potential Guide1 PDF

Maximising Potential
Conversation Tool
A guide for managers and employees
1
Contents
Introduction 3
Use of the Maximising Potential Conversation Tool 3
What is Talent Management and Maximising Potential? 4
Who is the Maximising Potential Conversation Tool for? 5
Introducing the Maximising Potential Conversation Tool (MPC-T) 6
Having the Maximising Potential Conversation 8
Preparing for a Maximising Potential Conversation 10
Holding the Maximising Potential Conversation 12
Adopting a coaching style 13
After the Maximising Potential Conversation 14
Rating performance and behaviours 16
Appendix 1: Navigating the MPC-T 20
Appendix 2: Some useful questions for the Maximising Potential Conversation 33
Appendix 3: MPC do’s and don’t’s 36
Appendix 4: MPC preparation: free thinking and self reflection space 39
Maximising Potential Conversation Tool

Introduction
This tool has been designed by the NHS Leadership Academy in collaboration
with our local delivery partners (LDPs) and NHS stakeholders and is part
of an inclusive national approach to talent management for all NHS staff,
considering the potential and value they bring to their current roles as well
as reaching and maximising their future potential in the NHS. Use of the Maximising Potential
Having skilled, motivated well supported and developed staff is our greatest
assurance that we can provide the necessary care to our patients and communities. Conversation Tool
Evidence shows that if we foster a culture where we engage and care for our staff
they will value and care for our patients.
The Maximising Potential Conversation Tool (MPC-T) and guidance has been uniquely
designed by the NHS, for the NHS to compliment wider Talent Management (TM)
tools available to our organisations.
l Its best use is for organisations / individuals who:
l Are starting their journey on talent management
l Need a tool that is simple and relevant to all levels of staff
l Need a tool that links employee performance, behaviours and talent/potential

“An inclusive national l Need something to start the cultural change toward good employee
approach to talent conversations
l Want to focus on engaging, motivating and rewarding all staff

management.“
The primary focus of the tool is to begin a culture of good conversations about
maximising all our employees potential across the NHS, however it could be used
to inform wider talent approaches including succession planning, and potentially
compliment or replace wider talent tools such as 9 box grid and other talent rating
approaches.
Maximising Potential Conversation Tool 3

What is Talent Management and Maximising Potential?
Talent Management (TM) represents organisations’ efforts to attract, develop and TM allows an organisation to have a rounded picture of the individuals it employs,
retain skilled and valuable employees. Its goal is to have people with the capabilities, future skills and the styles and behaviours needed to take the organisation forward
commitment and behaviours needed for current and future organisational success. to effectively deliver against its priorities. Ultimately, aligning the right people to the
This means making sure we have: right roles with the right values will lead to improved quality of healthcare services
and outcomes for our patients will continue to improve.
As part of the TM and maximising potential process, we look at reviewing

The right people, in the right roles, employees against performance, behaviour, ambition and raw potential to move
1 with the right values onwards and upwards. By looking at where employees sit on these scales it helps
us to understand how best to support them in their development to reach their full
potential in the wider NHS.
With access to the right opportunities, In common with the most national and international organisations, we look to
2 exposure, stretch and development to provide a maximising potential process that works for all of our staff which is how
the Maximising Potential Conversation concept has emerged.
reach their potential
The key element to any successful approach in maximising an individual’s
potential is when managers and staff are able to have open and
constructive conversations around their potential; where they are now,
Whether this be in their current role,
3 or for a future role
where they want to be, and how to be supported to get there.
“the right people… the right roles”

Who is the Maximising Potential Conversation Tool for?
Maximising Potential should consider all individuals in an organisation. It should cover
the development they require, the value they bring, and the position(s) that best suit
their skills currently and into the future within an organisation and/or elsewhere in
their career journey. Talent and career development and maximising their potential is
necessary for the retention of employees no matter what their seniority and position We all need to feel that we are listened to, understood and valued in our
within the organisation; whether that is for example; roles to achieve our maximum potential. Whether you are someone who is
a reliable key contributor, someone who needs support to be able to reach
your potential or someone exceeding expectations who is ready for a step
l An employee who wants to maintain their CPD to maximise their change. Maximising potential is about considering everyone as an individual
potential in their current role and use their expertise to develop and the development that is right for them and making them feel rewarded
others around them and able to do a good job within our NHS.
l An employee who needs support to reach the potential
in their current role
l A new employee who has just started in a role and needs

targeted support to reach their potential in their new role
l A ‘role model’ employee who has mastered their current

role and shows high potential to make a step change to
the next path in their career in the NHS.
“Maximising Potential is
about considering
everyone as an individual”

Introducing the Maximising Potential Leadership Role
Conversation Tool (MPC-T)
Po ch
st
ep
ss an
Ready Soon
ib g
le e
3–5 years Professional Talent
Ready Soon
1–3 years Key Generalist
Ready Now
12 months
Role Model
Technical
expectations
behaviour
expert
Exceeds
Pu
e
ng
rp
ra
le
O
How you achieve it
expectations
Behaviour
Gold
behaviour
Meets
Fundamental to keeping
our NHS going... our ‘DNA’
This section helps you to understand the
Maximising Potential Conversation Tool (MPC-T)
demonstrates
and each area within it in more detail and the

behaviours
Partially
MPC Navigation Guide (see Appendix 1).

G
re
ue
en
Bl
N ro
ew le
Partially Meets Exceeds

to
meets expectations expectations
What you achieve

Performance outputs

Introducing the Maximising Potential
Conversation Tool (MPC-T)
The following describes each area of the MPC-T.
See the detailed navigation guide for further information (Appendix 1)
Essentially the tool is a visual way of helping you with exploring the journey
Grey (New) – Employees new to role need time to understand their new role, in your current role and maximising your potential within it, and your
expectations and how to maximise their potential within it. potential beyond your current role.
Green – Employees here need our targeted support in reaching their full potential. The key point to the MPC-T is the conversation. The model allows for the
Gold – Employees here always exhibit the right behaviours and always meet navigation of that conversation to support individuals in maximising their
performance expectations / outcomes. potential in their role.
Purple – The tool acknowledges different points in your career and role, for example,
starting new in role we need a period of induction time to be able to
Ready now – Role model with the highest levels of performance and demonstrates perform or sometimes we naturally get to a stage where we begin to role
role model behaviours and show potential and ambition to move on within 12 months model our achievements and behaviours in what we do and may need to
Ready soon – Performs to a high level with consistent results and demonstrates role think about our potential to take next steps into new challenges.
model behaviours. Shows low/moderate potential and ambition to move into The conversation around an employee’s potential never stops and the
a leadership role within 1–3 years MPC-T should be carried out on a regular basis.
Professional Talent – Performs to high level with consistent results, shows upward
potential and ambition to move into leadership role within 3–5 years
Technical Expert – Performs to a high level with consistent results however shows
little or no ambition to move to a leadership role, may naturally move towards
advancing their technical expertise in their current role
Orange – Employees here demonstrate the right behaviours and values, but
need support to be able to meet or even succeed performance expectations and
demonstrate outcomes.
Blue – Employees here may be meeting their performance expectations / outcomes,

but they may not always demonstrate the right behaviours in doing so and require
support in aligning their behaviour.

Having the Maximising Potential Conversation
Effective and honest communication is at the heart of the talent conversation. It is We know that supporting an individual to identify their potential is essential as
a two-way process where the manager and member of staff explore where they sit people whose potential is used and developed are:
on the MPC-T model through the manager giving constructive feedback about an
l More energised
individual’s performance and the behaviours, and values that they demonstrate.
l More fulfilled
This two-way conversation is about supporting an individual to reflect and consider
the talent potential they already have within their current role, identifying and l Achieve their goals more effectively
discussing any future aspirations they may have and may be likened to a coaching l More engaged
conversation in many respects. The MPC -T model helps to identify where the
l Perform better at work
individual sits in relation to their potential role, and then to assist with identifying
next supportive developmental steps for them.
For further information on effective talent conversations go to

www.leadershipacademy.nhs.uk/talent

Having the Maximising Potential Conversation
Identify need for a conversation with individual
The following flow chart and supportive steps are designed to help
both the manager and member of staff plan, undertake, enact Prepare for the conversation Both manager and employee become familiar with this toolkit
and consider evidence to support the discussions
and monitor the outcomes of the talent conversation.
See Appendix 1&2 for detailed use of questioning and possible

development interventions associated with each of the boxes on Hold the conversation Utilise the Grid, Quick Reference Guides and Having a Coaching
Conversation information to support this process
the MPC-T Model. The following illustrates an overview of the
process for having the Maximising Potential Conversation.
Identify way of enhancing individuals potential

> in current role > preparing for future role(s)
and then signpost to relevant development opportunities
Local trust development Regional leadership National Leadership

opportunities academy/bodies Academy
development opportunities
i.e. Professional leadership programmes
i.e. Locally led leadership programmes See regional website www.leadershipacademy.nhs.uk
Support the individual’s development. Monitor impact and evaluate

After the conversation interventions. Benchmark your ratings of individuals
with other managers. Repeat the process (it’s continuous!)

Preparing for a Maximising Potential Conversation
When preparing, ensure both you and your employee have planned and
prepared well for the conversation by:
Making sure you have time before hand so you as

Ensuring you have familiarised yourself
1 with the process.
5 the manager are in a good place mentally to be able
to have a good Maximising Potential Conversation.
Giving the employee this MPC-T and guide

Ensuring enough time is given for the meeting
2 in advance of the meeting, so they have full 6 and that the time is protected.
understanding of the process.
Giving the individual protected time beforehand to Being mindful of the environment where you hold
3 encourage them to reflect on where they think their 7 this conversation – using quiet and comfortable
potential sits within the context of the MPC-T. surroundings.
Considering and bringing wider evidence to

4 support the discussion e.g. performance outcomes,
360 feedback from others etc.

Special arrangements and considerations
for the conversation
When making arrangements for your conversation ensure any personal needs In addition, make sure you arrange dates and times that acknowledge cultural needs,
are communicated and considered. including: avoiding:
l Ensuring wheelchair access l Religious holidays
l Parking and transport l Fasting days
l Checking width of entrances and interior doorways l Cultural celebrations such as national days, saints days, gay pride etc.
l Location of accessible toilets You should also avoid arranging meetings at the end of long shifts, at the busiest
times of the week or following other emotionally draining activities, such as following
l Providing space for working dogs
emergencies or traumatic incidents.
l Arranging for a BSL interpreter or a note taker
You need to ensure your employees are at ease and able to concentrate on the
l Induction loop conversation.
l Providing documentation in suitable formats e.g. large print,

braille or electronic materials in advance

Holding the Maximising Potential Conversation
Having a Maximising Potential Conversation (MPC) is very much like an appraisal
and often many organisations will amalgamate talent and employee potential
discussions with their appraisal process. This is because it helps to explore what/
how you’re achieving in your current role to maximise your potential within it, and
then naturally move onto what you are able to achieve in the future to maximise
your longer term potential.
These conversations use similar skills towhen you have a good coaching conversation.
A good manager (coach) will ask open questions (how, what, why….) and help the
There are no right or wrong places to be on the MPC tool, the most
employee by reflecting back what they are seeing, facts, wider supporting evidence
important thing is the quality of the conversation that it generates between
and possibly throw in challenge/stretch when testing out employee assumptions.
the manager and the employee, and the outcomes of supporting the
Use the MPC tool throughout the conversation to add context to where the employee to maximise their potential.
employee sits on the tool and use evidence and the conversation to validate this.
Consider it as a climbing frame for linking your current role and future aspirations.

Adopting a coaching style in the
Maximising Potential Conversation
To see a conversation in practice using this approach go to
www.leadershipacademy.nhs.uk/talent
Establish the Maximising Potential Conversation Surface understanding and build insight
1 l Greet the individual in an appropriate manner

and establish rapport
3 l Enquire, build mutual understanding (ask questions as per
quick reference guides)
l Deal with agenda, e.g. duration of conversation, l Enable knowledge and values to surface/enable reflection
any potential interruptions for individual
l Establish and make explicit that this is a two way process

with each party taking responsibility for maximising the Shape agreements and reach conclusions
opportunities
4 l Acknowledge what insights and conclusions have been gained
l Create an appropriate sense of occasion i.e. we are l Refine summarise conclusions and agree specific actions
beginning the Maximising Potential Conversation now
l You may have to go back to step 2 for wider exploration;
is there anything you haven’t discussed yet?
Identify topic of conversation and end goal
2 l Agree what you are going to talk about (the individual’s

performance, behaviours & potential)
Summarise and completion/closure
l Agree desired outcome e.g. to ascertain path of leadership

5 l Establish closure to the Maximising Potential Conservation
l Summarise and discuss what happens next (development

development opportunities identified)
Reference: Adapted from The Coaching Manual (Julie Starr, 2008)

After the talent conversation
Documenting and follow up Managers consistency checking and removing bias
Following the Maximising Potential Conversation, the outcome should be recorded For managers undertaking Maximising Potential Discussions for their whole teams,
and focused on developing the individual, whether maintaining their development it is also good practice to discuss and de-brief the discussions and outcome against
to continue doing the good job they are currently doing, addressing specific those with other peers/managers.
development needs identified within their current role, or tapping into potential
This helps to remove any bias and ensure all employees in a team are treated
strengths and talents to prepare them for their next role.
equitably, and also allows peer support between managers when applying the
The conversation you have will be a catalyst for individual development which will MPC tool consistently.
then link into a choice of development interventions (see Appendix 1).
Use conversations such as senior team meetings to discuss individuals and their
These should be documented, enacted, monitored and evaluated on an on-going outcomes and why you both reached these conclusions to help standardisation of
basis to review the impact they are having in getting the employee where they need how all individuals in the team are rated – this helps to ensure that all managers are
to be in maximising their potential. ‘comparing apples with apples’, and also allows open and transparent discussions
Managers also have a responsibility to work with their organisational learning and around employees and how the organisation is helping them maximise on their
development functions to help them understand the development needs of their potential, linking to talent activities such as succession planning.
staff, and find ways of supporting these.

Remember, the MPC is just the start, the
conversation never ends. Both the employee and
manager need to keep it open and go back to it
as often as they can.
For example in 1-2-1s, informal discussions,
opportune moments (e.g. ‘corridor discussions’),
open and transparently in team meetings where
appropriate, in any other ways that demonstrate
the employee is valued by the organisation etc.

Rating performance and behaviours
How to rate performance
Rating performance is probably the easy part. All NHS employees should have
performance development reviews where specific work objectives, on-going work
responsibilities and supportive development objectives are set and achievement is
reviewed. We know that this takes place formally as part of a performance review
appraisal, and is also important as part of good management practice – we don’t
only review people’s performance once a year, it’s an on-going process between
manager and staff.
When we review work achievements and developmental objectives, it should be

relatively easy for the employee and their manager to understand performance
in role by looking at the evidence surrounding the output of their work.

As part of the Maximising Potential Conversation Tool, we suggest that performance
fits into three levels when trying to identify where someone aligns to the tool:
Performance rating What does it look like?
Partially meets expectations Employees can evidence that they have met some of the objectives / tasks / on-going work responsibilities set for them,
but not all of them. This can be for a variety of reasons that need to be explored further with the individual.
Employees here often need to have the objectives / tasks / on-going work responsibilities and expectations associated
with these clearly described and broken down for them, and often need extra supervision and support to achieve them.
Meets expectations Employees are clearly and unambiguously able to evidence how they are meeting their objectives / tasks / on-going work
responsibilities set out for them and the demands within their role (e.g. completed a project, providing a service etc.)
Employees here will be given objectives / tasks / on-going work responsibilities and simply deliver them with little, if any
supervision. They sometimes go unnoticed in doing this, but you know who they are as they are often the ‘go to’ people
as they are known as reliable to get things done.
Exceeds expectations Employees not only evidence how they have met the expectations of the work objectives / tasks / on-going work
responsibilities that they have been set, they show how they take them all to the next level with their own
individual flavours.
Employees here only need to be given the vision/high level expectations of what needs to be achieved, and they do the
rest, making it all into a reality, bringing their own flare and added value. They are the high impact people you go to
when you need something achieved with creative flare and added value.

How to rate behaviour
Rating behaviour is a little more complicated than performance as often it’s about
how people perceive what you do, and also in the NHS we often don’t fully define
how we want our employees to behave. It is essential that the organisation has a
clear set of behaviours that define ‘how we should all work around here’, potentially
linked to their organisational values, NHS constitution and your organisations
Leadership Compact.
An ideal situation is for an organisation to define its values and associated behaviours
in partnership with its staff to ensure ownership. Once you have a behaviour
framework in place, there are several ways you can think about reviewing behaviours:
Simple behaviour review

Rating behaviours in its simplest form could form the basis of the actual Talent
Conversation (i.e. 180 degree review between the manager and employee) however
this may not always allow for a full and unbiased picture of how you behave as it
relies on the manager and employee reaching an agreement.
Healthcare Leadership Model

For ideas of the type of leadership behaviours expected of staff, refer to the
Healthcare Leadership Model at www.leadershipacademy.nhs.uk/leadership-model
Please also refer to the supporting ‘Guidelines for using the Healthcare Leadership
Model within a talent conversation’.

Evidence based behaviour review
Some examples of how you can review behaviour are:
l 360 degree review – www.leadershipacademy.nhs.uk/leadership-model
l Behavioural Framework - If you want to add more structure and

can’t access a formal 360 degree tool, you may want to add a
behaviour framework to help the employee explore how they behave
(if your organisation doesn’t already have one) which could look
something like this:
Organisational behaviours Rating Comments and examples

1 - Partially meets, (Individual, peers, reports, manager, others)
2 - Meets, 3 - Exceeds
e.g. Treating colleagues

with respect 2 Demonstrates consistent behaviour in treating colleagues in team
with respect and support
Please also refer to Page 14 of the supporting ‘Guidelines for using the Healthcare
Leadership Model within a talent conversation’ for a template on rating behaviour
within the Healthcare Leadership Model.

Appendix 1
Navigating the MPC-T
20
Grey
Grey (New to role)
A transition employee. Someone who has recently started in their post, who is still developing
through their induction period to understand performance expectations and what they need to
achieve, and also how best to achieve them / how to behave.
Definition
Recently started in post (0 – 12 months) and going through an induction / preceptorship period
l No expectation on being expert in role.
l Exploring what they bring to the role (their strengths) and any gaps to be able
to perform (development areas).
l Understanding behaviours expected within the role and how to ‘demonstrate’

and ‘model’ these.

Grey
Development considerations Possible development interventions

l Reassure, give praise/feedback as they develop into role to make them feel l A formal and structured induction/preceptorship period and plan.
valued and motivated Setting clear objectives (performance and developmental)
l On-going, increased and targeted time out with them (at least monthly) l Encouragement to get feedback from others (e.g. 360 degree review
to support their understanding of the role, what they bring, what they – what’s it like working with me, what strengths do you see, what
may need to develop, and behaviours associated with it to become a core development areas do I have?)
employee and role model.
l On-going feedback from manager - support with knowing when doing
l Support available from more experienced staff and the team a good job and when to improve/enhance – what they are achieving
(performance), and how they are achieving it (behaviours)
l Support them in exploring and understanding their new challenges and
grow in role and how to overcome these l Encouragement in getting on the job experience to master it
l Skills development required to master technical expertise l Coaching / buddying on the job
l Mentoring for technical aspects of the role from experienced staff
l Formal technical skills training
l Self-development opportunities and timeout to better understand

self / self growth / higher insight.

Gold
Gold
Someone who generally always exhibits the right behaviours and always meets performance
expectations
These employees are comfortable doing the great job they are doing, often going unnoticed,
however they are integral and their contribution and commitment needs to be valued and
recognised.
The tool acknowledges that the majority of our employees are likely fall into this. It’s then about
considering how we maintain their development, engagement and on-going commitment and
possibly offering a stretch opportunity where appropriate and welcomed.
It’s important to remember people’s circumstances and aspiration change - it’s an on-going
dialogue in exploring their potential.
Definition
l Our team would fall apart without these individuals
l Solid, steady team member who can be relied upon, often going unnoticed
l Good well rounded performance, does what’s required of the job with little
if any supervision
l Reliably meets expectations – a ‘go to’ person
l Moderate potential over time, but likely to be very happy doing the job they are doing
l Within the behaviours defined in the Healthcare Leadership Model,

this individual will likely fall within the ‘proficient’ ‘strong’
and/or ‘exemplary’ parts of the scale

Gold

l Thank them, reward them and make them feel valued for the l Managing and maintaining personal growth
good job they are doing
l On-going education, training and development to maintain / stretch
l Explore how to enhance current performance / professional behaviours current performance
even more – stretch
l Maintaining Continuing Professional Development (CPD)
l Identify factors which motivate or de-motivate individual and affect
l 360 degree feedback – what’s it like to work with me?
performance/behaviour, and ensure any barriers are removed and
opportunities that appeal to motivational factors are developed l Stretch opportunities – keeping them motivated and challenged in role,
trying new things
l Current role stretch/development opportunities e.g. acting-up
arrangements, mentoring others, projects, opportunities to do work outside l Secondments into development assignment to stretch (with support)
their current job role boundaries, widen understanding of the NHS l Coaching to understand and enhance/stretch performance
l Discuss future aspirations and ambition, although understand it’s perfectly l Developing others – what can they offer back?
ok to keep doing the good job they are doing
l Projects / development areas
l How could they develop others? What could they offer back?
l Develop skills / knowledge / competencies – current role
l Diagnosis of career options may be appropriate

Purple
Purple
A high performer and expert in their current role who behaves and role-models values - their
potential is truly maximised in their current role and they possibly have the ability to offer lots
more, maybe even in something new and more challenging.
They not only take what they are tasked to do to the next level and deliver it with drive (the
‘what they do’) but they also do it in a way that demonstrates exemplary behaviours (doing it
‘in the right way’).
This section of the tool has two arrows springing off it for a reason – if someone is a role model,
we owe it to them to provoke a conversations around their potential as a talented employee.
Role models may naturally move towards advancing their technical expertise, or wider leadership
development and it’s good to explore both of these potential routes with the employee and also to
explore in what timeframe they are likely to be ready
Step change conversation: future leadership role Step change conversation: future technical expert role
Employee role models who excel on behaviours are likely to be the leaders of the Employee role models who excel in performance are likely to be the technical expert
future. The conversation around their future potential is likely to involve conversations leaders of the future. The conversation around their future potential is likely to
around future roles where they are able to exhibit leadership skills and behaviours, involve conversations around their next role involving increasingly developed technical
and any leadership development required to make it to the next level. It’s important expertise, in addition to generic leadership skills to be able to act as a great technical
to discuss a reasonable timeframe for step change; within 12 months (Ready now), expert leader.
1-3 years (Ready soon) or 3-5 years (Ready soon Professional Talent).

Purple
Definition – what you will see Possible development interventions

l Highest levels of performance l 360 degree feedback / other self-awareness exercises /mentoring / coaching
(self and others)
l Behaviours truly role model values of the NHS
l Developing and training others in their skills/areas of expertise – ‘give back’
l True organisational asset that people look up to and respect
opportunities
l Demonstrates mastery of current job / assignment and technical expertise
l Secondments and stretch assignments (internal and external)
l First call to fill critical or emergency positions
l Ownership / leadership of stretch projects and work programmes
l Aspires to progress and develop further within 12 months or up to 5 years
l NHS Leadership Academy Professional Leadership Programmes /regional/
l Within the Healthcare Leadership Model this individual will likely fall within the local programmes / technical expertise development programmes
‘strong’ and/or ‘exemplary’ parts of the scale
l Career profiling / development centre to understand self and aspirations
better
Development considerations
l Reinforce value of individual to organisation, use praise and recognition
appropriately
l How can they develop and support other staff?
l Identify ‘appropriate’ career path - does their future lie within a leadership
position, or a more advanced technical expert?
l Ensuring they remain challenged, exposure to ‘acting / step up’ posts,

stretch assignments or even moving on to their next role if they are ready
and have the capacity to do so
l Raise their profile and exposure
l Not being afraid of letting the individual go if they are ready to move on.

Green
Green
Employees sometimes need our support in reaching their potential.
Sometimes we don’t feel valued in our role and find it difficult to perform. Sometimes, it could
emerge that the individuals’ talents may be better suited to a different role and then it’s about
how to support the individual to reach their future potential wherever that may be. It’s about
understanding the individual, why they may not be performing and behaving to the potential level
the role requires, and supporting them to achieve.
Definition
l Lower level of performance (what you achieve) and behaviours (how you achieved it)
that are required for their current role
l Need support to bring out their potential in their current role
l Possibly lacks drive or motivation for role which needs exploring
l They may not feel valued
l Strengths and personal values may be misaligned with current role (wrong role for
them to shine)
“Focus on l Some sparks of brilliance which need harnessing
understanding l Within the Healthcare Leadership Model this individual will possibly be sitting
within the ‘essential’ part of the scale.
the individual”

Green

l Showing these individuals that you care, value them and want to help them l Time, encouragement and attention to help get them back on track –
to succeed make them feel valued. Weekly / monthly contact time to assess / re-assess
how they are doing and keep on track
l Focus on understanding the individual, why they may not be performing
and behaving to the level the role requires, and supporting them to achieve. l Profiling tools such as Myers Briggs which will allow the individual to
Coaching conversations help. understand their key drivers, and explore if the job actually fulfils these
motivators
l Developing understanding of expectations - culture / behaviours /
processes /performance tasks associated with the role. l 360 degree feedback opportunities, particularly focused on behaviours
and impact on others
l Exploring, is this role the right one for them? Do their skills/strengths fit it?
Does it motivate them? Do their values align to it/cultural fit? If not, focus l Buddying on the job / mentoring support from others who are more
development opportunities on a role that would be better suited to them experienced
and help them get there / make the transition.
l Coaching to understand and explore impact on others, performance
l Feedback on performance and behaviours, including wider 360 degree improvement
feedback to help them understand how others perceive them.
l Counselling if personal challenges affecting work
l Any personal or wider circumstances that are impacting on them at work?
l Basic knowledge and skills training required for the job
l Identify factors which motivate / de-motivate the individual and affect their
l Realistic management of time scales and expectations on what to improve
performance/behaviour
and support with how
l Explore personal ambitions – focus on 3 year ahead aspirations.
l Possibly some career diagnosis – is this role right for them? If not, what
would be? How do you get there?
l Reassess in next cycle of planning / performance management
l Challenge with clear expectations
l Clear and stretching objectives

with regular review

Orange
Orange
Has well rounded behaviours and values required to do a great job in role and may even role
model these, however needs some support to enhance their performance.
Here it’s about exploring with them why and what support they need to be able to improve
their performance to maximise their potential.
Definition
l Behaviours and personal values are well aligned to the role/workplace, they may
even role model these
l Need support and development to bring out their potential to perform in their
current role
l Potentially very highly motivated to do a good job, but needs support to enhance
their technical ability to perform
l Could be the wrong fit for the role, as their natural strengths are aligned to other
areas that this role doesn’t allow them to shine in
l Some sparks of brilliance which need harnessing
l Within the behaviours defined in the Healthcare Leadership Model, this individual
will possibly be sitting within the ‘essential’ part of the scale

Orange

l Showing these individuals that you care, value them and want to help them l Time, encouragement and attention to help get them back on track – make
to succeed. Remember, it’s easier to develop someone into role to perform them feel valued. Weekly/monthly contact time to assess / re-assess how
if they already have the values, behaviours and motivation to succeed they are doing and keep on track
l They may not feel valued and may lose motivation if they are not able to l Profiling tools such as Myers Briggs which will allow the individual to
enhance their performance – don’t let this happen understand their key drivers, and explore if the job actually fulfils these
motivators
l Developing their understanding of expectations and performance tasks
associated with the role l 360 degree feedback opportunities, particularly focused on performance
and behaviours
l Exploring, is this role the right one for them? Do their skills/strengths fit it?
Does it motivate them? If not, focus development opportunities on a role l Buddying on the job / mentoring support from others who are more
that would be better suited to them and help them get there / make the experienced
transition
l Coaching to understand and explore impact on others, performance
l Any personal or wider circumstances that are impacting on them at work? improvement
l Identify factors which motivate / de-motivate the individual and affect their l Counselling if personal challenges are affecting work performance
performance. Ensure any barriers are removed and opportunities that
l Basic knowledge and skills training required for the job
appeal to motivational factors are developed
l Realistic management of time scales and expectations on what to improve
l Explore personal ambitions – focus on 3 year ahead aspirations
and support with how
l Possibly some career diagnosis – is this role right for them? If not, what
would be? How do you get there?
l Reassess in next cycle of planning / performance management
l Clear and stretching objectives with

regular review

Blue
Blue
Has well rounded performance and always meets performance expectations, however needs some
support in understanding how they are achieving/behaving in the work place.
How we behave is complex but really important to consider as it impacts on the culture we are
trying to create. We don’t always realise the impact of our behaviours on those around us, but
often simply reflecting on this can offer really deep insight and development opportunities.
The way to address this is to ensure open, honest and constructive feedback is obtained and
explored with the individual, for example, allowing them to ask the question “what’s it really like
to work with me?”.
Definition
l Their performance in role is always good, if not great! They always deliver on the job
that needs to be done.
l Behaviours conducive of getting the job done in a great way are not always demonstrated in
the work they do. It’s not just what’s achieved, but how they achieved it that needs to
be explored/developed.
l Potentially very highly motivated to do a good job, but needs support to enhance understand
themselves, their behaviour and the impact it has on getting the job done / others.
l Some sparks of brilliance which need harnessing
l Could possibly be the wrong fit for the role, as their values are aligned to other areas that
this role doesn’t allow them to demonstrate behaviours within
l Within the behaviours defined in the Healthcare Leadership Model,

this individual will possibly just be sitting within the
‘essential’ part of the scale.

Blue

l Showing these individuals that you care, value and want to help them to l Time, encouragement and feedback – make them feel valued. Weekly /
succeed. monthly contact time to assess / re-assess how they are doing
l They may not feel valued and may lose motivation when you challenge l 360 degree feedback opportunities, particularly on personal impact /
their behaviours – don’t let this happen. Challenging behaviours is difficult behaviours when getting the job done. Well rounded feedback from others
as it may mean challenging an individuals deep rooted personal values. on “what’s it really like to work with me?
Reassure and help them understand through feedback and self reflection
l Personality profiling tools such as Myers Briggs which will allow the
activities how their behaviour actually has a wider and longer term impact
individual to understand their key drivers, and explore if the job actually
of what they achieve and the people they need to help them achieve it. It’s
fulfils these motivators
not what we achieve, it’s also how we achieve them.
l Buddying on the job / mentoring support from others who are more
l Developing their understanding of expectations around the values and
experienced
expected behaviours within their current role and wider organisation / NHS.
l Coaching to understand and explore their impact on others when
l Explore, is this role the right one for them? Do their values fit? If not, focus
getting the job done
development opportunities on a role that would be better suited to them
and help them get there / make the transition. l Counselling if personal challenges are affecting work
l Any personal or wider circumstances that are impacting on them and how l Possibly some career diagnosis – is this role right for them? If not,
they behave at work? what would be? How do you get there?
l Identify factors which motivate / de-motivate the individual and affect their l Reassess in next cycle of planning / performance management
behaviour. Ensure any barriers are removed and opportunities that appeal l Challenge with clear expectations
to motivational factors are developed.
l Clear and stretching objectives with regular review
l Explore personal ambitions – focus on 3 year ahead aspirations.
l It may be useful to ask them to explore the Healthcare Leadership Model as

part of this

Appendix 2
Some useful questions for

the Maximising Potential
Conversation
33
Some useful questions for the
Useful question for the conversation – refer to each colour for the questions for that area
What made you make the move to this job? How does it fit into your career path? l l
What strengths and experience do you have and how do they align to this role? l l l l l l
What have you achieved to date and we need to celebrate? l l l l l l
Can you describe any feedback you have had since starting in post?What does this tell us? l l
What do you like about the current job you do? What don’t you like about the job you do? Why? l l l l l l
What motivates you & keeps you engaged? What do we have to do to make you feel valued? l l l l l l
How are other people describing working with you? l l l l l l
What innovative ideas and opportunities have you identified to make your role even better / add value? How can we develop these further? l l l l l l
What gaps have you identified in relation to being able to perform/behave to your maximum potential in the role? l l l
What support do you need from me, the team or organisation to help you reach your full potential in role? l l l l l l
Can you describe any barriers you have identified that could stop you reaching your full potential in this role? How could we overcome these? l
Who has been helping you out and supporting you since you started in role? How has it helped? Who else can help? l l l
Where do you want to be in 3 years time? What are your career aspirations? What would it look and feel like?
l l l l l l
What would you hear? (how do we get you there?)
How best can we use your skills and expertise to deliver what our team needs to achieve? How do you see your role in delivering our
l l l l l l
organisational ambitions?
How do we maintain your professional development in your current role? Describe the development you need? l l l l

Some useful questions for the
Useful question for the conversation – refer to each colour for the questions for that area
What could be the barriers to continuing good performance/behaviours, and how can we overcome these? l l l l l
What would it take to stretch you a little outside your comfort zone? Offer you a little more challenge? l l l l l
What can you offer back? Can you develop others? How can you share and pass on your knowledge, skills and expertise? l l
What happens to our team if you leave? What do we need to do to fill any gap you may leave? l l
What appeals to you more – a leadership role, or deeper development into your technical expertise? l l
What could be the barriers to achieving your aspirations, and how can weovercome these? l l l l l l
How do you feel about your current performance and behaviours in role? How would you rate your performance/behaviour at present? l l l l l l
What do you like about the job you do? What don’t you like about the job you do? Why? Has anything happened that
l l
could affect how you perform/behave at work?
How can we support you to improve your performance and/or behaviours? l l l
Give me some examples of how you behave when working that link to our values?Is this consistent? l l l

Appendix 3
Maximising Potential
dos and don’ts
36
It is important when holding the Maximising Potential conversation
with your employee, that you consider the following
Maximising Potential dos

Use a coaching style conversation drawing on listening and empathy Use their experience, and add to their perspective. Guard against
4 skills to explore the bigger picture and aspirations with the individual 4 being destructive.
– it’s a two way conversation about where they are and where they
want/need to be.
Use factual observations not judgements. Consider evidence available Identify their key strengths and how to draw on these in their
4 e.g. 360 feedback, wider peoples feedback, evidence of performance 4 current role, or their next.
outcomes, competency achievements to give you a rounded picture
to remove bias.
Be honest, transparent, constructive and seek clarity. Be respectful See any development areas as a positive way to improve to reach
4 and supportive to the individual. 4 full potential.
Actively listen observing body language, tone and also what the Think about behaviour just as much as skills and performance outputs
4 individual is not saying. 4 – it’s not just what we achieve but how we achieve things. Summarise
the discussion, agree action points and finish positively.

It is important when holding the Maximising Potential conversation
with your employee, that you consider the following
Maximising Potential don’ts

Do not do all the talking Do not force your views onto the individual
7 7
Do not make personal judgements - rely only on evidence and facts, Become emotional or aggressive
7 and avoid making assumptions about individuals career aspirations 7
and why they are where they are
Do not use this as an opportunity to blame Only focus on weakness

7 7
Avoid rushing the conversation – take your time See development areas as failure
7 7
Do not avoid the difficult aspects of the conversation

7 e.g. discussing an area of development

Appendix 4
MPC Preparation: Free Thinking

and Self Reflection Space
39
MPC Preparation: Free Thinking and Self Reflection Space
Thoughts
Where are you? Why? Where do you want to be? Use this space and the next page to think of examples
Write your thoughts and reflections down. ready for your Maximising Potential Conversation - i.e.
your achievements, how you achieve/behave and where
your potential could be.

Thoughts
Thoughts

Talent Management Support
The Leadership Academy are committed to supporting organisations through
the process of embedding effective TM processes in their organisations.
Please go to the NHS Talent Management Hub for further supportive tools
and resources.
http://www.leadershipacademy.nhs.uk/talent
The TM Hub also has links to regional support to implement TM in

your organisation via our Local Delivery Partners.
42

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Maximising Potential

Use of the Maximising Potential Conversation Tool 3

What is Talent Management and Maximising Potential? 4

Who is the Maximising Potential Conversation Tool for? 5

Introducing the Maximising Potential Conversation Tool (MPC-T) 6

Having the Maximising Potential Conversation 8

Preparing for a Maximising Potential Conversation 10

Holding the Maximising Potential Conversation 12

Adopting a coaching style 13

After the Maximising Potential Conversation 14

Rating performance and behaviours 16

Appendix 1: Navigating the MPC-T 20

Appendix 2: Some useful questions for the Maximising Potential Conversation 33

Appendix 3: MPC do’s and don’t’s 36

Appendix 4: MPC preparation: free thinking and self reflection space 39

Maximising Potential Conversation Tool

l Its best use is for organisations / individuals who:

l Are starting their journey on talent management

l Need a tool that is simple and relevant to all levels of staff

l Need a tool that links employee performance, behaviours and talent/potential

approach to talent conversations

l Want to focus on engaging, motivating and rewarding all staff

Maximising Potential Conversation Tool 3

As part of the TM and maximising potential process, we look at reviewing

“the right people… the right roles”

Maximising Potential Conversation Tool 4

l A new employee who has just started in a role and needs

l A ‘role model’ employee who has mastered their current

Maximising Potential Conversation Tool 5

Conversation Tool (MPC-T)

and each area within it in more detail and the

MPC Navigation Guide (see Appendix 1).

Partially Meets Exceeds

meets expectations expectations

What you achieve

Maximising Potential Conversation Tool 6

Blue – Employees here may be meeting their performance expectations / outcomes,

Maximising Potential Conversation Tool 7

For further information on effective talent conversations go to

Maximising Potential Conversation Tool 8

Identify need for a conversation with individual

See Appendix 1&2 for detailed use of questioning and possible

Identify way of enhancing individuals potential

Local trust development Regional leadership National Leadership

Support the individual’s development. Monitor impact and evaluate

Maximising Potential Conversation Tool 9

Making sure you have time before hand so you as

Giving the employee this MPC-T and guide

Considering and bringing wider evidence to

Maximising Potential Conversation Tool 10

l Ensuring wheelchair access l Religious holidays

l Parking and transport l Fasting days

l Providing documentation in suitable formats e.g. large print,

Maximising Potential Conversation Tool 11

Maximising Potential Conversation Tool 12

1 l Greet the individual in an appropriate manner

l Establish and make explicit that this is a two way process

2 l Agree what you are going to talk about (the individual’s